INDIAN INSTITUTE OF MANAGEMENT RANCHI

Group Presentation on “Project Destiny”

Course: Project Management

Batch: PGEXP 2018-20
Submitted to: Prof. Arnab Adhikari

Group Members:
1. Jafar Ghori (X012-18)
2. Manish Kumar (X015-18)
3. Ujjwal Kumar (X021-18)
4. Shyam Kumar (X019-18)
5. Rohan Kumar (X017-18)
6. A Anabarasu (X004-18)
Project Destiny Case Questions

1. Develop the project network of plant relocation using manual method

as well as MS project.

2. Calculate the Early start, Early Finish, Late Start, Late Finish.

3. Find out the Critical Path of the network.

4. As Brent Collver, what action would you take and why?

Introduction on Project destiny

Mr. Brent Collver, President and Chief executive officer of Romet Limited was preparing for the “Project Destiny” team
meeting on Friday morning i.e April 27, 2018. He had just finalized the architectural design and layout for the
company’s new plant and was reviewing the activities required to complete the move.

As per Brent Collver, Romet is a growing company and now it needs a larger facility. The company have leased a 75,000
sq.ft plant on Timberlea Bolulevard, about two blocks from current location on Matheson Boulevard.

The new building will give an additional 20,000 sq.ft and the layout will provide for improved material flow.

Concerns for Brent Collver:

• The lease for current building expires on December 31, 2018.
• Company face the challenge of having to ship and move the plant at same time.
• He don’t want to discontinue operations as moving the plant.

He wanted to have the move completed before the Christmas shutdown, which starts on December 21, 2018

This means that the total time for project move will be from April 27 to December 21, i.e ~ 34 weeks.
1. Project network diagram for plant relocation
 2. Calculating the Early start, Early Finish, Late Start, Late Finish
Estimated
Early Early Late Late
Activity Description Immediate Time Slack
Start Finish Start Finish
Predecessor (Weeks)
A Finalize lease - 4 0 4 0 4 0
B Obtain permits A 10 4 14 4 14 0
C Zoning approval A 8 4 12 6 14 2
D Electrical and pneumatic construction B,C 16 14 30 17 33 3
E Quality/supervisor pod construction B,C 16 14 30 14 30 0
F Anodizing line installation B,C 14 14 28 19 33 5
Machine shop equipment removal and
G reinstallation D,F 2 30 32 33 35 3
Climate controlled proving room
H construction E 4 30 34 39 43 9
I Assembly relocation G 1 32 33 35 36 3
J Paint line relocation I 6 33 39 36 42 3
K Auxilary equipment J 1 39 40 42 43 3
L Office construction E 12 30 42 30 42 0
M Information technology services E 12 30 42 30 42 0
N Office move L,M 1 42 43 42 43 0
O Project end H,K,N - 43 43 43 43 0
3. Finding the critical path of the network
# Path Time (Weeks) Critical path
1 ABDGIJKO 40
2 ABEHO 34
3 ABELNO 43 Critical path (Longest time)
4 ABEMNO 43 Critical path (Longest time)
5 ABFGIJKO 38
6 ACDGIJKO 38
7 ACEHO 32
8 ACELNO 41
9 ACEMNO 41
10 ACFGIJKO 36
Here we have multiple critical path, hence selecting the individual critical path and
performing crashing activity
Critical path before crashing
 Selecting critical path -1 : A B E L N O

Activ Est. Time After

Description
ity (Weeks) crashing
A Finalize lease 4 4
B Obtain permits 10 10
Critical path after crashing
E Quality/supervisor pod construction 16 14
L Office construction 12 5
N Office move 1 1
O Project end 0 0
Total time 43 34

Assumptions for crashing:

1. Activity E i.e Quality/ supervisor pod construction time can be reduced by 2 weeks through deploying more workers to complete the
construction.
2. Activity L i.e Office construction time can be reduced by 7 weeks as it is based on contractual agreement hence there is scope of
agreement for completion in 5 weeks by additional manpower engagement through contract labour.
3. We can not cut shot the time for activity A – Finalize lease and B- Obtain permits as these are external controls and not in scope.
 Selecting critical path -2 : A B E M N O
Critical path after crashing
Activ Est. Time After
Description
ity (Weeks) crashing
A Finalize lease 4 4
B Obtain permits 10 10
E Quality/supervisor pod construction 16 14
M Information technology services 12 5
N Office move 1 1
Assumptions for crashing:
O Project end 0 0
Activity M i.e Information technology services can be reduce by
Total time 43 34 7 weeks as it can be implemented partially with operation

 Reducing time for activity D , J

D Electrical and pneumatic construction 16 14 Path A B D G I J K O

J Paint line relocation 6 2

Assumptions for crashing:

Activity D i.e Electrical & pneumatic construction can be reduce by 2 weeks
through additional manpower as same as activity E
Activity J i.e Paint line relocation pre work can be done in 2 weeks and rest
can be done after start of the plant
 Path A B E H O Path A C E H O

Path A B F G I J K O Path A C E L N O

Path A C E M N O
Path A C D G I J K O

Path A C F G I J K O

Stopping the process as critical path are fully crashed and

desired due date of 34 weeks are reached by all activity path
4. As Brent Collver what action would you take and why?

As Brent Collver,
o I would take the maximum benefits of state of the art equipment and a strong team
image what Romet Limited have by completing the project destiny before December
21, 2018.
o I would try to achieve zero downtime & no disruption in the customer service.
o Strategic priorities would be centre as customer satisfaction & product innovation
o I would focus more on deploying good skilled manpower for pod construction &
electrical and pneumatic construction in 12 weeks.
o I would focus on office construction and negotiate the contract for construction in 5
weeks through extra manpower.